Kaizen is a Japanese philosophy of continuous improvement involving all employees. It was first implemented successfully at Toyota to continuously reduce costs and improve processes. The key aspects of Kaizen include teamwork, problem identification, standardization, and suggestion systems. Toyota modified its implementation of Kaizen in the 1990s to be more human-centered in response to labor shortages. This resulted in significant annual cost savings and increased revenues and profits for Toyota over time. Kaizen fails when not fully supported by management and seen as only a short-term initiative rather than a long-term continuous improvement strategy.
Seven Steps for Achieving Sustainable Cost ReductionScottMadden, Inc.
Slow economic and demand growth coupled with increased penetration of distributed energy resources (including energy efficiency) has resulted in declining energy industry sales and revenues. Many companies have witnessed their non-fuel O&M costs increase in the face of rapidly declining generation and sales, creating an unsustainable environment. To avoid increasing energy rates and further eroding sales, companies are looking to reduce costs to meet shareholder expectations. This document provides an overview of the steps that you can take to achieve sustainable cost reductions. For additional information, please visit www.scottmadden.com.
Seven Steps for Achieving Sustainable Cost ReductionScottMadden, Inc.
Slow economic and demand growth coupled with increased penetration of distributed energy resources (including energy efficiency) has resulted in declining energy industry sales and revenues. Many companies have witnessed their non-fuel O&M costs increase in the face of rapidly declining generation and sales, creating an unsustainable environment. To avoid increasing energy rates and further eroding sales, companies are looking to reduce costs to meet shareholder expectations. This document provides an overview of the steps that you can take to achieve sustainable cost reductions. For additional information, please visit www.scottmadden.com.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Lean Is A Philosophy That Seeks To Eliminate Waste In All Aspects Of A Firm’s Production Activities: Human Relations, Vendor Relations, Technology, And The Management Of Materials And Inventory.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Lean Is A Philosophy That Seeks To Eliminate Waste In All Aspects Of A Firm’s Production Activities: Human Relations, Vendor Relations, Technology, And The Management Of Materials And Inventory.
Monitoring– Continuous or regular collection and analysis of information
about implementation to review progress. (Internal)
• Evaluation– A periodic assessment of the relevance, efficiency, effectiveness,
impact, and sustainability of an intervention. A systematic
search for answers about an intervention. (Internal or external)
• Needs Assessment– A process for identifying and prioritizing gaps in results based on the cost to meet the need versus the cost to ignore the need. Occurs in decision and design stages. Serves as an input for other M&E purposes. (Internal or external)
Scientific writing mastery is undoubtedly a must for those who profess „functional‟ jobs, like teaching and education. Unfortunately many lecturers, teachers are still in doubt how to produce research paper or articles they need to reach higher level in their profession. In the same way, many students still find it difficult to write essays or thesis they must complete in order to graduate from their study program. This article deals with the scientific writing‟s nature, structure, and process. One‟s understanding on these topics will hopefully enlight him to produce better scientific writing.
Training Needs Assessment Methods, Tools, and Techniques (Jean Barbazette) (z...ssuser6db346
In this book, the term needs assessment is a general term for a three-phase
process to collect information, analyze it, and create a training plan. Different
types of assessments are called needs analysis, such as performance analysis,
job/task analysis, target population analysis, and so forth. Needs assessment
often involves the use of more than one type of analysis.
Documentation: The creation of a full record in complete descriptive detail of all information about an object, assembly, or lot, cross-referenced to other records and files, and often containing a photograph or sketch. Catalog data are usually in the form of cards, sheets, graphic documents, computerized or not.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. Kaizen - Japanese term that focus upon
continuous improvement of processes in
manufacturing, engineering, game
development, and business management.
Applicable to :-
All functions in the industry
All employees from CEO to workers
3. KAIZEN PHILOSOPHY
Elements of Kaizen
Teamwork
Personal discipline
Improved morale
Quality circles
Suggestions for improvement
Kaizen Process
Recognition of problem
Standardization
Suggestion system for improvement
4. WHAT IS KAIZEN COSTING ?
Continual Cost Reduction
Design of the Product
Development of the Product
Production Of the Product
Applied to product that is already under production
Time prior to Kaizen Costing is Target Costing
Need was felt in the American Way of Production
5. STANDARD PRACTICE V/S KAIZEN COSTING
Standard Practices Kaizen Costing Concept
Usually a Cost Control system
concept is adopted
Goal is to meet Cost
Performance Standards
The Standards are usually set
Annually or Semi Annually.
Cost Variance Analysis is done
only when Standards are not met.
The traditional costing approach
compares actual costs with
standard costs, which are based
on static conditions, and views
employees as a cause of
unfavorable variances.
A Cost Reduction Concept is adopted
Goal is to achieve Cost Reduction
Standards
Set and reviewed Monthly and
Continuous Improvement methods are
applied all year long.
Cost Variance analysis is done to
determine to check if Target Kaizen Cost
meet the Actual Cost Reduction Amount.
Kaizen costing compares actual costs
with target cost reductions under
dynamic conditions, and views employees
as the primary source of the solutions to
problems
6. PRIOR TO KAIZEN COSTING – TARGET COSTING
Prior to the kaizen costing it uses the target costing,
actual costing system is implemented during the initial
design stage
Projections and plans become the annual profit budget or
“target”:
In this the first step is
•Sales forecast – expected variable cost=Standard Cost
•Budgeted Contribution Margin – expected changes in
variable cost
•Adjusted contribution Margin – expected fixed cost=
budgeted operating Profit
So the target costing took place before the Kaizen costing
7. GAP ANALYSIS : TOTAL COST – KAIZEN COST?
During planning, a target cost is set that results in GAP.
Major cost reductions are broken down into smaller reductions
and form their own activities where they are easier to handle.
Individual activities when experimented with new costs have a
status as either initiated, preliminary, final, verified, or rejected.
Each activity bears its own investment and contribution
according to an investment estimate.
8. GAP ANALYSIS : TOTAL COST – KAIZEN COST?
Activity commences only when the investment estimate has
been approved and resources with the appropriate competence
have been allocated and planned.
Under the kaizen system, new cost reduction targets are set
each month by which the existing gap between the target and
current costs is to be met; kaizen activities are then carried
out throughout the entire operational year so as to meet cost
targets.
9. PDCA MANTRA
The process of improvement every
time a gap analysis is done is called
the PDCA (plan, do, check, and act)
cycle.
This helps in the devising of
countermeasures to eliminate the
root-cause of the problem, and
prevent its recurrence.
WHAT SHOULD BE CONSIDERED ?
Sales increase either increase sales price Or increase the sales
volume.
Sales Volume increase α Variable cost and Mfg F.C. are necessary
for maintaining continuous growth
Amount of Kaizen cost should be achieved mainly by reduction of
variable cost (esp. Direct Material cost and Labour cost) while
Non-Mfg dept. (Head office, Sales and R&D) target F.C. for
reduction.
10. IMPLEMENTATION OF KAIZEN CONCEPT
OHNO – Great believer of Kaizen initiated Kaizen in Toyota in
TOYOTA MOTOR CORPORATION
“Human beings think our way is the best, but at
Toyota we are told we have to always change. We
believe there is no perfect way, so we continue to
search. The aim is to break current condition
through Kaizen.”
--- Shiochoro Toyoda, Chairman, TMC
1950.
One of first company to use practices such as Kanban, Jikoda,
JIT through integration with Kaizen.
Aims:
Increase efficiency.
Reduce waste irrespective of major/minor activity.
11. Seven types of waste identified at Toyota
Overproduction ahead of demand
Unnecessarily movement of materials and
products
Excessive inventories
Production of defective products
Idle time
Over processing
Unnecessarily movement of people
KAIZEN IN TOYOTA
12. Pre – Production:
Costing method: Design stage included
Setting of target cost for component
Standard time for production
Product Plan
Shop floors to meet target cost and standard time
The above cost and time were referential cost and
standard time
If workers do not meet target cost and standard time then
Kaizen pursued to decrease cost and time
It workers meet target cost and standard time then further
reduction through Kaizen to increase efficiency
KAIZEN: PRIOR TO 1990 – ORGANIZED KAIZEN
13. KAIZEN COSTING
Setting up of cost councils to reduce material cost
Control of costs through division of responsibilities amongst group
leaders, chief leaders and engineers
Formation of try teams of skilled workers to establish production
time and then involving them to implement Kaizen at production level
Main aims were to establish
Standard time
Standard work
Line stop system
Further increase in production efficiency by
Reduction in standard time through process improvement
Reduction in labour cost through reducing workers in unit
(Shojinka)
14. KAIZEN IMPLEMENTATION AT WORKER LEVEL
Each worker was expected to question every process and
test all assumptions
Errors were viewed as learning opportunities
Implementation of quality circles and employee suggestion
systems
Each team member as quality inspector and any one stop
production line on observing problem
(More than 90000 employee suggestions were reported every
year & few employees gave more than 1000 suggestions)
15. NEED FOR IMPROVEMENT
In early 1990s
Acute labour shortage
Emergence of high wage jobs and shortage of young
manpower
Low birth rates in Japan in two decades
Strained work atmosphere
Exodus of young workers from company
Required New Approach:
Modified Kaizen – Human Friendly
16. THE MODIFICATION
Organized Kaizen (prior to 1990) Modified Kaizen (Post 1990)
Production targets were decided by
management during product
development
Plants allowed to set their own annual
production targets
Production efficiency was calculated
stringently
Determination of production efficiency
to make it less constrained
Standard time based on best standard
time marked in the past
Standard time fixed by measuring the
time really required for workers
operations
Skilled male workers were reference for
determining standard time
Young female and aged workers were
reference for determining standard time
Standard time was marked during
design and development stage before
mass production
Standard time was fixed on actual time
for workers operations and three
months after launch of mass production
Production efficiency was calculated
considering permanent workers only
Production efficiency was calculated
considering permanent as well as
temporary workers in Kaizen group
Routine TPS system without considering
workload of individual worker
Introduction of TVAL to measure
workload of all operations
Basic wages related directly to
production allowance and overtime work
Introduction of grade allowance and age
allowance
17. THE MODIFICATION
Reconstruction of assembly line so that workers can work
easily and execute their operations
Organizing a human centered TPS
Form a Kaizen mind in everyone so that he/she willingly
does Kaizen
Quality and worker security assurance
Efficient logistics
Minimum production time
High Investment Returns
19. BENEFITS SEEN BY TOYOTA
Reduction in annual working hours by 300 working
hours
Successive two shift work without night shift to
reduce overtime
Increased worker participation in Kaizen activities
Increase in employee strength from 108167 to
110534 in 1994 and to 215648 in 2001
Nourishing „Kaizen mind and ability‟ of the workers
to accept and welcome changes
Flexibility to changing business dynamics
22. BENEFITS OF KAIZEN
Reduces Waste in areas such as inventory, waiting
times, transportation, worker motion, employee
skills, over production, excess quality and in
processes.
Immediate results
Focuses on creative investments (instead of Capital
intense) that continually solve large numbers of
small problems
Continual small improvements that improve
processes and reduce waste
Helps in employee retention
23. WHY KAIZEN FAILS ??
Kaizen is seen as a short term project
Overemphasis on mapping kaizen to KPIs
When implemented in a heavily bureaucratic
organization
Management pays lip service to kaizen
Where training on kaizen isn‟t provided
Where management does not support kaizen
initiatives